government

government

Blog Contributing Author: Haynes Cooney, Senior Managing Consultant, IBM
This week, the Office of Management and Budget will release its initial budget request to Congress for FY 2018 – following the general timeline that is customary with a change in Administration. The initial request will be followed by a more detailed presentation to the Congress later this spring.

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Partial approaches are akin to arranging chairs on the deck of the Titanic. In a dysfunctional system, looking for pockets of excellence is a futile exercise. In many cases, you can get temporary results by focusing on some part of the organization or even some government departments, but you can be sure, just like a waterbed, that the inefficiency has travelled to another part that is currently not under scrutiny. Therefore, I have long argued that governments must have an integrated performance measurement system.

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This week, FCW announced the list of winners of the 2017 Federal 100 Awards. For nearly three decades, the Fed 100 has recognized many impactful leaders who made a significant impact in federal IT during the previous year – the list highlights change agents in and with government who make a difference in how IT can drive mission performance and operational efficiency.

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Increasingly, Supreme Audit Institutions in most countries (e.g., the US Government Accountability Office, the UK’s National Audit Office) are allocating a greater share of their resources in order to conduct Performance Audits of government entities. Yet serious academic work examining the methodological foundations of Performance Auditing is conspicuous by its absence in the extant literature on Performance Auditing. In what follows, I will argue that it is time to rethink the Performance Audit Methodology and offer a possible way forward.

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Those new to government will find a world very different than their previous experience in other sectors. Those returning to government will find a far different government than the one they left. Both will find a large group of stakeholders, including members of the United States Congress, very interested in every action they take. In addition, you will face the challenge of managing large organizations. If cabinet departments were listed in the Fortune 500, they would occupy slots in the top 20.

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This post will build on an earlier post, which looked at the future of digital government, by including insights from the “Innovation in the Next Administration” event hosted by Georgetown’s McCourt School of Public Policy and the Beeck Center for Social Impact and Innovation on October 6th.

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Government leaders today have an opportunity to address serious public management issues that go to the core of effective governance and leadership, meeting seemingly intractable problems head-on. Complex public sector challenges do not follow orderly and linear processes, and governments operate in an environment of limited resources while responsibilities seem to have increased (e.g., homeland security, home loan modifications, cybersecurity).

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